Performance Appraisalandpotential Evaluation Mb032 Question

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  PERFORMANCE APPRAISAL AND POTENTIAL EVALUATION Note: This solution is provided or Reeren!e nd Stud# purpose onl#$ PART A (Descriptive Type) = 27PART B (Case Study) = 6PART C (Multiple Choice) = ! PART % A Question 1: 360 degree appraisal method has its own short-comings . Discuss. Also point out the merits of this method. Question 2: nlist the modern methods of performance appraisal. !hich of these do ou prefer the most and wh# $i%e reasons.Question 3: Discuss& in 'rief& the role of coaching and counseling in impro%ing performance of emploees.Question (: )ow can the relationship 'etween *performance* and *pa* 'e instrumental in impro%ing performance in an organi+ation# Question ,: Distinguish 'etween *erformance Appraisal* and otential %aluation . Also discuss& in 'rief& the methods of otential e%aluation. Question 6: !hat precautions should 'e taen while designing performance appraisal sstem so that it ma ser%e the desired purpose# Discuss in detail.Question /: o performance appraisal method will ser%e the desired purpose until and unless it is followed ' post-re%iew discussion Discuss. Question : !rite short notes on a4 merging issues in performance management '4 5ompetenc apping c4 7ole 5larit.Question 8: !hat is 9# !h ha%e appraisals ' result performance appraisal sstems not 'ecome popular in the ;ndian ;ndustries# Discuss important aspects onl#Question 10: !hat essential aspects would ou eep in mind while introducing a new performance appraisal sstem in an organisation which has no appraisal sstem so far#Question 11: A successful appraisal discussion 'etween the rater and ratee should result in an agreement regarding the future action plan for impro%ement . Discuss with our reasons#Question 12: !rite short notes on a4 360 degree appraisal '4 7ater*s concerns c4 otential appraisalQuestion 13: ;t is often said that a ma<orit of emploees are unhapp with the e=isting erformance Appraisal A4 sstem due to %arious apprehensions > concerns. Discus the %arious apprehensions > concerns of ratees and their liel responses#Question 1(: !h is Appraisal discussion considered to 'e the most important component of a A sstem# !hat should 'e the elements of a good Appraisal discussion#Question 1,: ;n the ;ndian en%ironment should a A sstem 'e open or closed# Discuss the merits and demerits of 'oth# !hich one would ou recommend for our organisation and wh#Question 16: !hat is Appraisal Discussion # !hat useful purpose& if an& does it ser%e in maing a A ?stem more effecti%e# !hat guidelines would ou suggest in conducting an appraisal discussion#Question 1/: !hat is the importance of otential %aluation for 5areer De%elopment# ?hould a person 'e promoted merel 'ecause he has done well in his present <o'# $i%e our reasons#  Question 1: Accurac of rating is often the concern of most of the emploees. )ow can we impro%e the accurac of ratings in an organisation#Question 18: !hat is otential %aluation # )ow is otential different from erformance # !hat methods would ou suggest for e%aluating potential# Discuss.Question 20: !hat aspects would ou eep in mind in designing an effecti%e erformance Appraisal and otential %aluation ?stem in our organisation#Question 21: !hat is performance appraisal# Discuss its o'<ecti%es and uses#Question 22: Descri'e the characteristics of an effecti%e appraisal sstem#Question 23: ;t is often heard that ma<orit of emploees are not happ with the e=isting A ?stem due to %arious apprehensions> concerns. Discuss the apprehensions and concerns of the raters and their responses#Question 2,: ;s it necessar to ha%e a A ?stem in an organisation emploing o%er (00 personnel# ;f so& wh# )ow can the A ?stem 'e made more o'<ecti%e#Question 26: Discuss the role of the performance appraisal sstem in stimulating and guiding emploee de%elopment#Question 2/: erformance appraisal is a step towards anagement ' '<ecti%es . Discuss with the help of an e=ample#  PART % &CASE STUD' ( )PERFORMANCE APPRAISAL AT *AL'ANI ELECTRONICS CORPORATION alya#i $lectro#ics Corporatio# %td&' rece#tly diversiied its activities a#d started produci# co*puters& +t e*ployed perso##el at the lo,er level a#d *iddle level& +t has received several applicatio#s or the post o Co**ercial Ma#aer-Co*puter Divisio#& +t could #ot decide upo# the suita.ility o the ca#didates to the positio#' .ut did i#d that Mr& Pra/ash is *ore 0ualiied or the positio# tha# other ca#didates& The Corporatio# has created a #e, post .elo, the cadre o 1e#eral Ma#aer i&e& oi#t 1e#eral Ma#aer a#d as/ed Mr& Pra/ash to 3oi# the Corporatio# as oi#t 1e#eral Ma#aer& Mr& Pra/ash areed to it vie,i# that he ,ill .e co#sidered or 1e#eral Ma#aer4s positio# .ased o# his peror*a#ce& Mr& A#a#d' the Deputy 1e#eral Ma#aer o the Corporatio# a#d o#e o the ca#didates o 1e#eral Ma#aer4s positio# ,as a##oyed ,ith the *a#ae*e#t4s practice& But' he ,a#ted to sho, his peror*a#ce record to the *a#ae*e#t at the #e5t appraisal *eeti#& The *a#ae*e#t o the Corporatio# as/ed Mr& Sastry' 1e#eral Ma#aer o Televisio#s Divisio# to .e the 1e#eral Ma#aer i#-chare o Co*puter Divisio# or so*e ti*e' u#til a #e, 1e#eral Ma#aer is appoi#ted& Mr& Sastry ,a#ted to s,itch over to Co*puter Divisio# i# vie, o the prospects' prestie a#d reco#itio# o the positio# a*o# the top *a#ae*e#t o the Corporatio#& e vie,ed this assi#*e#t as a cha#ce to prove his peror*a#ce&The Corporatio# has the syste* o appraisal o the superior4s peror*a#ce .y the su.ordi#ates& The peror*a#ce o the Deputy 1e#eral Ma#aer' oi#t 1e#eral Ma#aer a#d 1e#eral Ma#aer has to .e appraised .y the sa*e roup o the su.ordi#ates& Mr& A#a#d a#d Mr& Sastry /#o, very ,ell a.out the syste* a#d its operatio#' ,hereas Mr& Pra/ash is a stra#er to the syste* as ,ell as its *odus opera#di& Mr& Sastry a#d Mr& A#a#d ,ere co*peti# ,ith each other i# co#vi#ci# their su.ordi#ates a.out their peror*a#ce a#d used all sorts o tech#i0ues or pleasi# the* li/e pro*isi# the* a ,ae hi/e' tra#sers to the 3o. o their i#terest' pro*otio#' etc& o,ever' these t,o oicers u#ctio#ed i# colla.oratio# ,ith a vie, to pull do,# Mr& Pra/ash& They ope#ly told their su.ordi#ates that a stra#er should #ot occupy the chair4& They created several roups a*o# e*ployees li/e pro-A#a#d4s roup' pro-Sastry roup' A#ti-Pra/ash a#d Sastry roup' A#ti-A#a#d a#d Pra/ash roup&Mr& Pra/ash has .ee# ,atchi# the proceedi#s cal*ly a#d /eepi# the top *a#ae*e#t i# touch ,ith all these develop*e#ts& o,ever' Mr& Pra/ash has .ee# 0uite ,or/-co#scious a#d top *a#ae*e#t ou#d his peror*a#ce u#der such a political at*osphere to .e satisactory& Pra/ash4s pleasi# *a##ers a#d ,ay o *ai#tai#i# hu*a# relatio#s ,ith diere#t levels o e*ployees did' ho,ever' preve#t the e*ere#ce o a# a#ti-Pra/ash ,ave i# the co*pa#y& But i# vie, o the political at*osphere ,ithi# the co*pa#y' there is #o stro# pro-Pra/ash4s roup either&  Ma#ae*e#t ad*i#istered the peror*a#ce appraisal tech#i0ue a#d the su.ordi#ates appraised the peror*a#ce o all these *a#aers& +# the e#d' surprisi#ly' the ,or/ers assi#ed the ollo,i# overall scores& Pra/ash8 96! poi#ts: Sastry8 ;2! poi#ts: a#d  A#a#d8 26! poi#ts& +uestion ): ,o- do #ou ev lu te the -or.er/s ppr is l in this ! se0+uestion 1: Do #ou su22est n# te!hni3ues to vert politi!s !reepin2 into the pro!ess o peror4 n!e ppr is l 5# su5ordin tes0 Or do #ou su22est the 4e sure o dispensin2 -ith su!h ppr is l s#ste4s0 Case Study - 2 PERFORMANCE APPRAISAL AT MITCO LTD. @he performance appraisal of super%isors and e=ecuti%es total 82 super%isors and 36 e=ecuti%es4 at itco td.& a large hea% engineering unit& is conducted annuall ' superior officers. @he parameters taen into consideration and gi%en eBual weightage are:a.erformance at wor'.?ense of responsi'ilitc.?uperior*s dependa'ilit on su'ordinatesd.5ommunit acti%itiese.;nitiati%ef.7egularit and punctualitg.otentialit to de%eloph.A'ilit to tae senior positions@he assessment reports prepared ' seniors are discussed with concerned emploee onl in case there are shortcoming and deficiencies in the indi%idual with the o'<ecti%e of counselling him. @he assessment report is referred to in deciding promotions& salar ad<ustments& determining training e=posures and also transfers.@his ear 20004 twel%e super%isors and fi%e e=ecuti%es were not gi%en an increment as the o%erall total score was 'elow standard mainl 'ecause of low rating in respect of *communit acti%it* and *potentialit to de%elop* aspects. @he represented the case to the anaging Director suggesting that the entire performance appraisal e=ercise was fault. @he wanted that all emploees at all le%els 'e gi%en time 'ound salar increments and promotions. @his would gi%e all emploees a fair deal without su'<ecti%e 'ias. @he definitel were against the three parameters of assessment& i.e.& *communit acti%it*& *potentialit to de%elop* and *a'ilit to tae senior positions*. Question 1: As a Pesona! Mana e do you see any #eit in t$ei e%esentation& Dis'uss (ie)!y.Question 2: Do you t$in* t$at t+o di))eent %e)o#an'e a%%aisa! syste# need to (e )o!!o+ed one )o su%e,isos and anot$e )o ee'uti,es& I) yes su est #a/o '$an es )o (ot$ 0(e ,ey (ie). I) not +$y&